The Top 3 Innovation Measurement Traps :

The first trap is to have a list of limited measurements, with the majority of companies sticking with only 1, in a time there is no magical innovation measurement model up to this very minute that can give a holistic insight over the health state of the ongoing investment. Thus, it will be much more prudent to have a blended flavor of multiple metrics, that will increase management’s awareness and minimize uncertainty along with associated risks.

Moving to the second trap, that is primarily through having an environment that encourages a sustainable behavior of paying too much attention on those innovations that promise highest incremental inflows, which is inadequate for corporations seeking momentous growth.

The third trap is basically when the management outweighs inputs versus outputs. And to put that point into further context, we can refer to the 2006 study for U.S. companies with largest R&D budgets, to find Ford on the top of that list, but without a trace when it comes to the list of most innovative companies. Thus, results and outcomes do matter a lot.


Jaruzelski, B., Dehoff, K. and Bordia, R., (2006), ‘Smart Spenders: The Global Innovation 1000’. Booz & Company. Available online from:

Digital Transformation and Change Management Practices in Qatari Organizations

I have developed this research to primarily look at identifying and assessing the incorporated challenges as part of the digital transformation and change management practices in Qatari organizations. The outcomes of this research intend to supply the necessary techniques to smooth the journey of change management from the inception stage all the way through execution, completion, and acceptance by the users and business. Furthermore, this research seeks to shed light on a set of influential methods that would help in ensuring a solid transition during and after the digital transformation journey of implementation and operation, with the minimum volume of hiccups and unforeseen risks.

Additionally, this work highlights the urgency of following one of the most nowadays business necessities, which without it, present firms might end up facing a significant struggle to survive and adapt to the new influencing factors of the modern business. Thus, this research covers the benefits of the inclusive digital shift, but without ignoring the extent of necessary conditions, starting with the comprehensive digital strategy, all the way down to the adopted change and project management frameworks, along with the imperative procedures to ensure effective rollout and successful business adoption.

As part of the key findings of this study, business leaders and IT executives must realize the criticality of setting rational and right perceptions for both the leadership as well as employees. Business leaders must evaluate some influential dynamics carefully to observe in which manner their companies can closely align them with the overall digital transformation process. Those dynamics must consider four dimensions: competition, corporate, customer and leadership.

Moreover, IT executives are supposed to utilize their role for the benefit of the business, therefore adding value. They must eagerly try to highlight the set of opportunities and challenges in an engaging manner that can release positive energy. Nevertheless, the corporate culture has a substantial role in discovering the appropriate balance, and IT executives should generally outline their leadership profile for the sake to make the most out of their influence whether it is boosting innovation, leveraging interdependence or even leading from behind, to align it with the executive team (Bongiorno et al. 2017).

Cultural Traits That Can Empower You For the Role of Global Leadership

Global leaders should realize that they are obliged to enforce the sense of responsibility into their organizational structures, and cascade that down in order for their managers to start taking accountability for constructing an inclusive and diversified work space. Nevertheless, what is generally observed is that top successful executives do say and act properly when it comes to the actual perspective of diversity, yet their second level of management, the one that literally orchestrates the daily operations and develop the practice of staff that work there, do not recognize and do not feel responsible for cultural inclusion and diversity. Thus, what is significant for every global leader is to recognize the applicable cultural measures, scale them properly, and consequently concentrate on the mechanism of evaluating staff that are in charge of implementing them. The mission is not relevant to developing new diverse cultural dimensions as much as utilizing variance in order to scrutinize the efficiency of present measures (Fitzhugh, 2011).

Efficient management of workers’ cultural diversity is another significant factor in ensuring success for internationally operating organizations. Accordingly, global managers who consider working in cross-cultural environments should deliberate that as a challenging occasion for corporation’s progress and improvement of working individuals. Furthermore, and in order for global managers to cope with the associated rise of variations, global business mentors and architects must react promptly to the influences of globalization, demographic structures, and technology for the sake to propose explicit improvements on global leadership related traits (Chuang, 2013).

Following the earlier said, competent and resourceful leaders who pursue their target of running a global corporation should significantly enhance their competences to effectively cope with the difficulty of managing individuals from diverse cultural backgrounds. Accordingly, they should apprehend and dignify variances, undertake essential alteration to the adopted methods of leadership, as well as being equipped for accompanied challenges and opportunities as part of the experience. Hence, leaders are the furthermost dominant element to achieve highest levels of performance, and it is decisive to back leaders by the specialists of human resources improvement for the sake to settle culturally varied matters via leadership improvement (Byrd, 2007).



Byrd, M. (2007) ‘Educating and Developing Leaders of Racially Diverse Organizations’, Human Resource Development Quarterly, 18, 2, pp. 275-279.

Chuang, S.F. (2013) ‘Essential Skills for Leadership Effectiveness in Diverse Workplace Development’. Online Journal for Workforce Education and Development. Available online from:

Fitzhugh, N. (2011) ‘What Do Leaders Need To Understand About Diversity’, Yale Insights – School of Management. Available online from:

Change Management

Change must be effectively articulated, passionately owned, and persistently driven to completion (Tichy & Charan, 1989). Employees must be part of the change, know exactly where the company is heading, why it is going there and what is in it for them once they get to the final stop.

People usually hate the change. Thus they shall be encouraged and enlightened about the overall journey the company is willing to take (JWMI, 2015). Change management is the course that helps employees embrace new practices of doing business, and it is certainly not an easy path.


JWMI (2015) What is the role of a leader? [Online]. Jack Welch Management Institute. Available at:

Tichy, N. & Charan, R. (1989) Speed, Simplicity, Self-Confidence: An Interview with Jack Welch [Online]. Harvard Business Review. Available at:

Business Digitization

Business digitization is not just the concern of the IT executives; it is strategically significant and serious to business leadership that should take a strong stand through adjacently running both the operations and technology. Considering this, once things are concerned with digitizing business processes, company’s leadership is generally accountable for managing and controlling the transformation.

As a result, digital transformation is becoming more of a management concern, which where it should be. Digital transformation at the same time shall consider agility and speed as fundamental factors whenever business processes are being evaluated and re-engineered. Business operations and processes are supposed to be transformed radically and operate faster, become more secure, and more resilient (Hottges, 2017).


Hottges, T. (2017) ‘Digital Transformation Is a Management Issue’, Abolhassan, F. (ed.) The Drivers of Digital Transformation. Switzerland: Springer, p. 8. (Accessed: 8 November 2018).